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| Criterion |  Agile Scrum |  Business Strategy Strategy Execution Loop |  Operations After-Action Review |  Operations Learning Review |
|---|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 1-4 Wochen je Sprint, laufend | Initial 3-6 h, then monthly or quarterly reviews | 20-45 min | 1-3 h |
Participantsdifferent | 3-10 (Scrum Team) | 5-12 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Execution Loop, Review Cadence, Strategic Learning Log | Lessons learned, Action items, Event summary | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | AgileIterationCadence | ExecutionCadenceLearningGovernance | LearningOperationsImprovement | LearningRetrospectiveIncidentOperations |